They are purpose-driven, performance-oriented, and principles-led
From our decades of experience as both researchers and advisers, it’s clear what sets those talent strategies apart: They are relentlessly focused on supporting, and in some cases driving, the companies’ busines strategies. They are comprehensive, addressing group, divisional, regional, and business unit considerations. They add value, and they work exceptionally well.
Commitment from the top executive team is central to building and maintaining this business-first mind-set. Game-changing leaders not only excel at articulating the vital importance of talent management but also are heavily engaged in their companies’ actual practices. They demand that their line leaders be accountable for spotting, developing, and retaining the next generation of leaders.
Seasoned HR professionals have little patience for executives who talk a good game about the importance of human assets but then cut management and professional development at the first sign of thinning margins. Line leaders who are skeptical about making substantial and continual investments in their people have already lost the war for talent.
When employees know what it takes to perform, develop, grow, and succeed, they trust that their company is a meritocracy.